# MEDDIC / MEDDPICC

> A qualification checklist for complex enterprise deals: Metrics, Economic Buyer, Decision Criteria, Decision Process, Paper Process, Identified Pain, Champion, Competition. The guiding question is not "How do I close this?" but "Does this deal even belong in the forecast?".

- Canonical URL: https://www.convios.com/en/methods/meddpicc
- Language version: https://www.convios.com/de/methodik/meddpicc
- Status: Externally proven
- Method library: https://www.convios.com/en/methods — Markdown: https://www.convios.com/en/methods.md

## Problem

You sell to buying committees with long cycles, and deals stall without anyone being able to say why. The forecast keeps coming in too optimistic because deals are judged by gut feel rather than verifiable criteria. Often there is simply no champion, or the economic buyer is unknown and that only surfaces at quarter close.

## Approach

1. Check every deal against the eight criteria: Metrics, Economic Buyer, Decision Criteria, Decision Process, Paper Process, Identified Pain, Champion, Competition.
2. Make gaps explicit: what is evidenced, what is merely assumed? A missing champion or an unknown economic buyer is a warning sign, not a detail.
3. Deliberately disqualify deals with critical gaps, or attach concrete next steps that close the gap.
4. Build the forecast only from deals that verifiably meet the criteria and anchor the checklist as the shared language in deal reviews.

## Example

A typical case: an enterprise-focused B2B SaaS vendor holds plenty of conversations, but closings slip quarter after quarter. In deal reviews the checklist reveals a pattern: most stalled deals have enthusiastic users but no champion with access to the economic buyer, and the paper process (procurement, legal, security review) was never discussed. The team starts addressing these points early in the cycle and consistently disqualifies deals without a champion. The forecast gets smaller and considerably more reliable.

## Limits

For transactional deals with a single decision-maker and short cycles, the checklist is overkill. It replaces neither discovery quality nor a sound offer. It only tests whether a deal is real. Checklists filled in mechanically, without real evidence, create false confidence.

## Metric

Forecast accuracy (committed versus actual closings per quarter) and the win rate of qualified deals. As a supplement: the share of pipeline deals with a confirmed champion and a known economic buyer.

## Sources

- Toman, Adamson, Gomez: The New Sales Imperative, Harvard Business Review, März/April 2017 — Harvard Business Review, 2017 · academic and scholarly literature · provides the context. Supports the occasion for the method: B2B purchases have become so complex, through a growing number of decision makers involved and unmanageable volumes of information, that sellers have to actively help run the customer's buying process. (https://hbr.org/2017/03/the-new-sales-imperative)
- MEDDPICC Sales Methodology and Process, MEDDICC — MEDDICC, undated · practitioner source · describes the method. Carries the method and its origin: the expansion of the eight letters, its emergence at PTC in 1996 through Dick Dunkel, and the later extension by Paper Process and Competition. (https://meddicc.com/meddpicc-sales-methodology-and-process)
- Primary source: Toman, Adamson, Gomez: The New Sales Imperative, Harvard Business Review, März/April 2017 (https://hbr.org/2017/03/the-new-sales-imperative)

## Related

- Method: [The SPICED Framework](https://www.convios.com/en/methods/spiced-framework)
- Method: [Four Forces of Progress (Jobs to be Done)](https://www.convios.com/en/methods/four-forces-of-progress)
- Method: [Bowtie Funnel / Revenue Architecture](https://www.convios.com/en/methods/bowtie-funnel)
- Tool: [tl;dv](https://www.convios.com/en/toolbox/tldv)